Transcript Leadership and Communication

Giving Feedback and
Motivating people in
YOUR firm?
Gatto Associates, LLC
750 Washington Road
Pittsburgh PA 15228
412-344-2277
Rex Gatto
Overview
This presentation is based on the books:
Smart Manager FAQ
by Rex Gatto
21 Indisputable Qualities of a Leader
by John Maxwell
Organization Behavior Structure Process
By James Gibson
Overview
 Defining
Feedback
 Feedback and Development
 How motivation plays a part in Leading
 Motivational Strategy
 Identifying Motivational Factors
Section 2
COMMUNICATION
pages 181-190; 191-202; 159-180
Coaching-Feedback
Two Types of Feedback
 Supportive:
maintain
strengths
 Corrective:
enhance
your actions or skills

FEED THE FUTURE
Job-related Feedback
Four Stages of Feedback
S
A
R
A
People do not have to go through
all 4 stages
Coaching-Feedback
To create consistency within the firm,
people should have a clear
understanding as to the motivational,
behavioral actions they will take and
what level of performance is needed.
Behaviors are discussed (debrief):
highlights, strengths, and areas for
development.
Candid Feedback
Feed Forward
The coaching process creates a
mechanism for candid feedback that
can support leadership, followership
and teamwork,
effectiveness and level of skill
needed to accomplish individual,
department/niche and firm goals
Behavior Patterns
Implementing the feedforward process for people
is most effective in
establishing the behavior
patterns needed to sustain
your firm now and in the
future.
The feedback process creates
your firm’s culture.
Feedback
Creates a common language
for development by identifying
the level of functional
performance
Identifying the
right actions and
enhancement areas
Creates firm consistency
through a process that supports
development.
Feedback
A process,
involving staff and
firm leaders that
supports individual
growth, which
leads to firm
growth.
Motivation Through
Performance Appraisal
Phase I - Set the ground rules
Phase II - Give feedback
Phase III - Identify strengths &
opportunities for development
Conclusion - Ask for agreedupon-goals; ask how the
person feels
Rewards
What is
rewarded and
recognized,
people will
move toward
and become!
Why Working Associates Are
Motivated
Trust & Respect
Important Job
Deserved Praise
Support
The behaviors rewarded today are the very
behaviors that associates will develop for
tomorrow
How to Give Praise and
Reprimand
 State
the issues
 Identify and focus on
facts
 Discuss results
 Focus on individual
employee only
 Listen without
rebuttal
Why Praise and Reprimand
 Why
do you Praise?
 Why
do you Reprimand?
Motivation





Opportunity + desire
+ ability
Identify what you
want to accomplish
Be realistic
Identify your bias
Give yourself and
others recognition

Act

Have courage

Communicate on the
level of the listener

Answer what is in it
for you

Identify the trade-offs
Oars
O
A
R
S
Leaders who Motivate
Development of Present and
Future Leaders
Feedback as a developmental process to
support individual growth.
What are you doing right:
catch them doing it
tell them and
reward them for doing it; spot bonus
comp time
Leadership Styles that Motivate
Utilizing the
appropriate style
and level of
leadership
motivates and
encourages the
followers.
Self Development
Work with the end in mind.
Listen first—collect
information—then respond
(talk second).
Ask the right questions;
don’t give answers.
Be a multiple service
provider.
Be flexible.
Challenge your own
thoughts.
Self Development #2
Self-worth is not based on what
you do.
Learn to effectively deal with
uncertainty.
Maintain a sense of humor.
Enjoy change.
Look for alternatives rather than
a single solution.
Leaders know when to follow
and let go.
Rewards and Motivators
Is the Reward Process:
equitable and fair; does it reward what you
want people to continue to do by way of
performance, attitude, communication, and
client relationship?
able to identify the performance level and
quality of the work you want people in the
future to strive to attain?
going to be presented in such a way as to
motivate all employees, pointing out the
appropriate people for their contributions?
Rewards and Motivators #2
Is the Reward Process:
going to lead the partners/managers/staff to
rely on one another and build a team or
departmental approach you want to
reinforce as a firm?
going to reward successful or appropriate
behavior and performance with the client?
Defining Motivation
Motivating Boomers
Security, work ethic and advancement
Self actualization through work, personal
growth, and self improvement
Health and wellness
involvement and team work
Recognition, feel rewarded, and
participatory management
Motivating Gen X
Diversity with challenging work,
Global thinking through connectivity and the
internet, life balance or flexibility to work, non
traditional hours, and in mobile locations
loyalty is directed more to managers than the
organization, fun, informality, and self reliance, Lewis
(2005).
Gen X is the generation that is more concerned
about building resumes full of experiences and
references, not long-term relationships with
organizations. Loyalty Unplugged Buahene &
Kovary (2007).
Motivating Gen Y
Optimistic, civic minded, confident,
Achievement oriented,
Sociable, moral, street smart, and diverse
“ME” generation who have never experienced
losing
Received gold stars at school
whole team received trophies
their opinions, listened to and their suggestions
have been acted
It seems that they enter workplaces with the
expectation = parents. Lewis (2005).
Why Gen X and Y-ers Stay or
leave
Boredom ranks high on the Xers and Yers list of
reasons to stay or leave a firm.
Since compliance is a routine function, accounting
firms are at risk.
What motivates: career opportunities, environmental
policies, ethical companies, and a strong
employment brand, approachable managers and
partners, less intimidating, focus on expectation and
mentoring Andrea Roberts Generation Y What it
Means for CA
Motivational Development
Key to firm success is
to ensure people are in a
growth and developmental process
Focus is on skills, behaviors and
needed technical knowledge
There is demonstrated and measurable
growth each year
Development of People
through a Measured Process
We define the metrics for
performance factors that create
consistency through a common
descriptive performance language
What’s your Motivation?
Strengths and Talents
The Motivational
Profile outlines the
reason we put out
effort that establishes
our strengths and
talents
Performance = Competence X Motivation
Firm Challenges
Succession planning; creating a deep
bench
Making sure leadership team does not
lose sight of the “North Star”: your
guiding philosophy,
Getting the vision, mission, strategies
and objectives aligned through
feedback
Ensuring that leaders walk the talk
Firm Challenges #2
Aligning decision-making, policies and
programs with vision, strategy, and
values to performance;
Balancing business expectations
(short-term) against strategic
business objectives (long-term)
staff capabilities
Balancing the need to be nimble with
the need for critical mass
Leadership Challenges
Culture
 In reality, a firm's culture is defined by
what the top partners actually do.
 That makes the top firm leaders, ipso
facto, ultimately responsible for the
culture of the firm —including the
ethical culture.
Staff Follow the Leader
 Staff
 Model
Leaders
 Emulate boss’ behavior
 Do what boss does because:
 They get paid by boss
 They are recognized by boss
 They are promoted by boss
Action Plan
 What
will you now
do differently?
 What actions can
you maintain or
enhance?
 What actions can
you change?
Summary
Challenge yourself
To be the best version of a leader that
you can
Are you the best version of YOU?